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4.3 Approach This section describes the approach to results-based management taken by one research for development program of CGIAR, CCAFS. The description is com- binedwith theoreticalandpractical references todevelopmentagencies that started experimenting with results-based management some 10 years earlier. Figure 4.2 illustrates CCAFS’ approach to implementing results-based management with a theory of change (TOC) approach along defined impact pathways, focusing on outcome delivery. The TOC defines several activities, such as developing the impact pathways for thematic research and regional work, trialing RBMwith a subset of projects, training key partners in the impact pathways building, and analytical systems support. These led to tangible outputs, e.g. a finalized ex-ante set of impact pathwayswith coherentlydefinedoutcome targets,workshop reports and learning notes, facilitation guidelines (CCAFS2015a), a RBMMEL strategy (CCAFS2015b), and an online platform. This involved the engagementwith and involvement of identified key next-users such as CGIAR Consortium Office, program partners, and fellow researchers, with the idea that these outputs would bothbeuseableandan incentive toovercomeexistingbarriers in thesystem. Itwas also envisaged that the outputs would facilitate changes in their practice: for example, working towards implementing more efficient and effective R4D, and proactively changing organizational norms.Moving from outcomes to impact in Fig. 4.2 requires several steps that are not elaborated because this is beyond the scopeof this chapter. Fig. 4.2 CCAFS’ theoryof change for its results-basedmanagement approach andcomponents 4 Pathway to Impact: Supporting andEvaluatingEnablingEnvironments for. . . 59